000			01934nam a22002297a 4500
999			_c1917 _d1917
003			OSt
005			20181126122027.0
008			181116b ||||| |||| 00| 0 eng d
020			_a978-81-291-5085-1
028			_bAllied Informatics, Jaipur _c5606 _d13/11/2018 _q2018-19
040			_aBSDU _bEnglish _cBSDU
082			_a658.4092 _bELD
100			_aEldridge, Murray
245			_aAchieving High Performance: How to Apply Winning Principles of Sports Coaching in Your Organization
260			_aNew Delhi _bRupa Publication India Pvt, Ltd _c2018
300			_a197
500			_aAchieving High Performance seeks to answer a key question: ‘Are leaders getting the same performance out of their “followers” at work as coaches get out of their athletes in sports?’ If not, why? By combining current ideas of leadership in business with relevant elements of modern coaching in sports, the book shows that high performance
504			_aContents: PART 1 COACHING IN SPORT AND ITS USEFUL APPLICATION IN ORGANISATIONS 1. Why companies are average and leaders get rewarded 2. Coaching and leadership: differences and similarities 3. Success and failure: the acid test of competition 4. The performance triangle (static mode) 5. The performance curve: the triangle over time 6. Psychology in spot and business: I think therefore I can PART 2 ADAPTING AND APPLYING COACHING CONCEPTS AND MODELS FROM SPORT INTO BUSINESS 7. Setting the scene: do average organisations need leaders? 8. Setting the tone: creating the high-performance environment 9. Talent selection: securing high-performance people 10. Talent development for high performance 11. Internal measurement for high performance: the performance appraisal system 12. External measuring for high performance: competitor comparison 13. What is required of the high-performance leader?
650			_aManagement
650			_aEntrepreneurship
942			_2ddc _cBK